Disclaimer: This work contains general information only and is not intended to be

construed as rendering accounting, business, financial investment, legal, tax, or other
professional advice or services. This work is not a substitute for such professional
advice or services, nor should it be used as a basis for any decision or action that may
affect your business. The author and publisher disclaim any liability, loss, or risk that is
incurred as a consequence of the use and application of any of the contents of this work.
Copyright © 2011 by Michael E. Raynor
Foreword copyright © 2011 by Clayton M. Christensen
All rights reserved.
Published in the United States by Crown Business, an imprint of the
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Library of Congress Cataloging-in-Publication Data
Raynor, Michael E.
The innovator’s manifesto : deliberate disruption for transformational growth /
Michael E. Raynor.—1st ed.
p. cm.
Includes index.
1. Disruptive technologies. 2. Creative ability in business.
3. Success in business. I. Title.
HD45.R296 2011
658.4063—dc22
2010052634
ISBN 978-0-385-53166-5
eISBN 978-0-385-53167-2
Printed in the United States of America
Book design and illustrations by Bob Bull
Jacket design by Jean Traina
10 9 8 7 6 5 4 3 2 1
First Edition

Rayn_9780385531665_5p_fm_r1.s.indd iv

6/17/11 12:55 PM

FOREWORD

FROM ART
TO SCIENCE
by Clayton M. Christensen

n this fascinating book, Michael Raynor tells us that the world of
investing to create successful businesses is about to change. Just
as theories in the world of biology or physics have allowed us to predictably create desired outcomes in medicine or engineering, Raynor
shows here that Disruption promises much greater predictability in
the realm of creating successful new businesses. Raynor shows us
that there are certain technologies and strategies that succeed much
more often than others. He shows us what they are, why they work,
and how to apply them. Science— at least in this one instance— truly
is making a difference in the practice of management.
The ultimate significance of The Innovator’s Manifesto will be revealed only over time. I, however, have high hopes for its longevity and
impact because Raynor’s work falls very neatly into a well-established
pattern for the transformation of tacit, intuitive knowledge— art, if
you will— into codified, well-understood, explicit rules— in other
words, science. I believe that Raynor is playing a central role in transforming the management of innovation from an art to a science. This
will truly be a landmark work.
To see the significance of this contribution, consider that in the
early stages of any field, our collective knowledge is little more than
an assortment of observations collected over many generations.

I

viii

FOREWORD

There are many unknowns, and so the work is complex and intuitive,
and the outcomes are relatively unpredictable. Only skilled experts
are able to cobble together adequate solutions, and their work proceeds through intuitive trial-and-error experimentation. This type of
problem-solving process can be costly and time-consuming, but there
is little alternative when our knowledge is still in its infancy.
Creating new, successful innovations still looks very much like
this today. Investment decisions and strategic choices are typically
based on intuition; learning, if it happens at all, is a very expensive
by-product of trial and error. Entrepreneurs and new venture investors
alike live a perpetual contradiction, convinced on a case-by-case basis
that the venture they have just launched will succeed, even as they
cannot escape the fact that 90 percent of all new ventures— including
theirs— ultimately fail. In such a world, we can make no clear connection among the attributes of the new business, the oversight provided by the investors, the management methods of the leadership
team, and final outcomes. That makes it very hard to learn how to
succeed at innovation.
In the face of this uncertainty, some widely accepted rules of
thumb have emerged. For example, a mantra for most venture capitalists is that it is folly to make investment decisions based upon
the start-up’s technology or strategy. The VCs have concluded from
their trials and errors that even they— the best in the world— cannot
predict in advance whether the technology or strategy described in
a start-up’s business plan will actually work. As a result, they typically assess— intuitively— whether the management team has the
intuition to succeed. If members of the team are experienced and
perceptive, the VCs reason, they can develop the right technology
and the right strategy— because they and only they will have the instinct to change direction when needed. As far as affecting outcomes
in a meaningful and predictable way, however, this approach ranks up
there with “feed a cold, starve a fever.” It is little more than an aphorism based on selective memory, the force of repetition, and the hope
that at least it does no harm.
Getting beyond myth requires that we first carefully document
patterns that repeat over time. This does not provide any guarantee of

FOREWORD

ix

success, but it does provide at least some confidence that there is a
correlation among factors of interest. Ultimately these patterns of correlation are supplemented with an understanding of causality, which
makes the results of given actions much more predictable. Work that
was once intuitive and complex becomes routine, and specific rules
are eventually developed to handle the steps in the process. Abilities
that previously resided in the intuition of a select group of experts ultimately become so explicitly teachable that rules-based work can be
performed by people with much less experience and training.
To illustrate, consider the evolution of medical science. At its core,
the problem in medicine historically is that the human body has a
very limited vocabulary from which it can draw when it needs to declare the presence of disease. Fever, for example, is one of the “words”
through which the body declares that something inside isn’t quite
right. The fever isn’t the disease, of course. It is a symptomatic manifestation of a variety of possible underlying diseases, which could
range from an ear infection to Hodgkin’s lymphoma. Medications that
ameliorate the fever don’t cure the disease. And a therapy that addresses one of the diseases that has fever as a symptom (as ampicillin
can cure an ear infection) may not adequately cure many of the other
diseases that also happen to declare their presences with a fever.
As scientists work to decipher the body’s limited vocabulary, they
are teaching us that many of the things we thought were diseases
actually are not. They’re symptoms. For example, we have learned
that hypertension is like a fever— it is a symptomatic expression of
a number of distinctly different diseases. There are many more diseases than the number of physical symptoms that are available, so
the diseases end up having to share symptoms. One reason why a
therapy that effectively reduces the blood pressure of one patient
is ineffective in another may be that they have different diseases
that share the same symptom. When we cannot properly diagnose
the underlying disease, effective care generally can be provided only
through the intuition and experience of highly trained (and expensive) caregivers— medicine’s equivalent of Warren Buffett.
At the other end of the spectrum, we define precision medicine as
the provision of care for diseases that can be precisely diagnosed and

x

FOREWORD

for which the underlying causes are understood. This makes it possible to develop a predictably effective therapy. In these circumstances,
caregivers such as nurses and technicians can give effective care and
at lower cost than is possible today by the best clinicians. Most infectious diseases live here: we have dispositive tests for their presence
and well-understood and highly effective treatments for their cure.
We can all but guarantee an outcome for an individual; exceptions are
rare and noteworthy.
Not all of medicine falls into the “intuitive” or “precision” category, however. There is a broad domain in the middle called empirical medicine. The diagnosis and treatment of a pathology falls into
this third category when a field has an incomplete but still very valuable set of causal models and validated patterns. The connections
between actions and outcomes are consistent enough that results
can be usefully, if imperfectly, predicted. When we read statements
like “98 percent of patients whose hernias were repaired with this
procedure experienced no recurrence within five years, compared to
90 percent for the other method,” we’re in the realm of empirical
medicine. Empirical medicine enables caregivers to follow the odds.
They can generally guarantee the probabilistic outcome only for a
population.
What makes The Innovator’s Manifesto so significant is that it is
perhaps the first and in my view the most significant and successful
effort yet to move the field of innovation from the intuitive stage into
the world of empirical management. Building upon groundbreaking
research at Intel Corporation, Raynor has quantified the improvements in predictive accuracy and survival rates that are possible
through the careful application of Disruption to early-stage businesses. He has elaborated upon particular elements of Disruption in
ways that make clear when and how the theory can be applied. And
he has provided frameworks for its application that will enable most
any business to reap the benefits that Disruption makes possible.
Achieving such an outcome means that this is not your typical
management book. There are no “just-so” stories attributing the success of the latest bottle rocket to a new buzzword. Instead, you will

FOREWORD

xi

find the careful collection of real data, considered and circumspect
analysis that recognizes shortcomings without being paralyzed by
them, a rigorous and reflective treatment of some of the chestnuts
of popular management thinking, and a genuine appreciation for the
challenges of applying real theory in the real world. You will have
to read this book carefully and reflect upon it deeply. But it will be
worth it.
As I have said elsewhere, my admiration for Michael Raynor has
no end. The integrity of Disruption theory has improved substantially since Michael and I coauthored The Innovator’s Solution, and
much of that improvement I attribute to my continued collaboration
with him. I love just to sit in his presence and listen as his magnificent mind goes to work on the complicated puzzles of management.
Though I have a busy life, for Michael Raynor I always have time. I
hope that you will enjoy being with him as you read this book.
Clayton M. Christensen is the Robert and Jane Cizik Professor of
Business Administration at the Harvard Business School in Boston, Massachusetts.

P R O LO G U E

THE FIVEPERCENTAGEPOINT SOLUTION

isruption,” used in a technical sense, is a theory of
innovation— of how particular types of new products and
services, or “solutions,” come to achieve success or dominance in
markets, often at the expense of incumbent providers. Disruption was
discovered by Clayton Christensen, a professor at the Harvard Business School, in 1992 when he was a doctoral student there. (When
using “disruption” or its cognates in a technical sense I will use an
uppercase D.) Christensen’s 1997 best-selling book, The Innovator’s
Dilemma, was the first popular expression of his ideas. Christensen
and I collaborated on The Innovator’s Solution, published in 2003. At
least seven more books and hundreds of articles have been published
since then exploring the theory’s implications in different contexts.1
It is in widespread use as an organizing principle for innovation at
organizations around the world. Many who have used it have credited
it with a significant role in creating successful new businesses.
And yet, thanks to the confusing world of applied management
research, Disruption is still seen by many as “just another theory.”
One new book after another cascades into the marketplace of ideas,
attempting to explain the latest success story or allegedly revolutionary phenomenon with a newly coined term and a fresh set of case
studies as supporting evidence. How are practicing managers to de-

“D

2

PROLOGUE

cide which frameworks, theories, approaches, or 2x2s are applicable
to their circumstances and truly useful to them? How is one to know
whether to use Disruption or something else to navigate through the
challenges associated with innovating successfully?

EXPLANATION AND PREDICTION

One way to sort out what is useful and accurate from the noise is to
take a page from the philosophy of science. In his 2010 book Nonsense on Stilts, Massimo Pigliucci points out that the type of evidence
one adduces in support of a position depends in large part on the sort
of argument one hopes to make.2 If, for example, a theory is intended
merely to be useful— that is, instrumental in achieving a desired
outcome— then one needs to demonstrate predictive accuracy. In
other words, theories are useful if they tell us what will happen next,
and the most useful theories are simply the ones that do that best.
Assessing predictive accuracy requires very carefully controlled
and repeated experiments and at times a remarkably high tolerance
for experimental error. Physics, the queen of the hard sciences, has
risen to this challenge time and again, and as a result that discipline’s
long-term project has made enormous progress. We have abandoned
theories of phlogiston and the ether for quantum mechanics and the
standard model of elementary particles thanks to a careful accumulation of data under increasingly well-controlled conditions. It is a
long and complex chain from formulating a theory to controlled experiments testing the theory’s propositions to usefulness in the everyday world of middle-sized, middle-distance objects. But every link
holds (well enough) for the predictive power of physics to manifest
itself in many and repeated successful applications in fields such as
engineering.
Predictive power establishes that a theory is useful, but it does
not prove that a theory is true; a true theory explains reality. Galileo,
for example, would not likely have been in such hot water with the
Catholic Church authorities of his day if he had said merely that the

PROLOGUE

3

heliocentric view of the solar system was a useful method for predicting the future locations of the planets. He got himself in trouble by
claiming that it explained why the planets moved as they did, namely,
because the planets really do orbit the sun and not the earth.
Prediction and explanation require very different sorts of evidence
and rules of inference. Experiments to establish predictive power
admit of sometimes significant measurement and other sorts of error.
Even under the most carefully controlled conditions there remains a
great deal that is, well, uncontrolled; indeed, experiments that come
out too close to perfect are often suspected of having been fudged.
We insist that the theory be specified in advance of the experiments,
rather than creating our theory after the fact: our unconscious biases
might lead us to create a theory that fits our data perfectly, and since
a data set is usually only a sample, this kind of interpolation undermines a theory’s broader application. Theories “win” based on the statistical significance of their results over a number of trials and their
parsimony— their ability to explain the broadest range of outcomes
with the fewest and simplest theoretical constructs.
In contrast, explanatory frameworks address a fixed and unchanging past. We cannot test a proposed explanation of what has already
happened by turning back the clock and seeing if history plays out
the same way again. We must therefore decide what wins based on
the completeness of the explanation, the weight of circumstantial evidence, and wherever possible what Pigliucci calls a “smoking gun”:
one or two critical facts that no other competing theory can plausibly
account for.
So, for example, how do we know that an asteroid impact explains
the extinction of the dinosaurs sixty-five million years ago? We can
reasonably infer from what we know about asteroid impacts in general that an asteroid of sufficient size could trigger a mass extinction.
What we need to show is that there was an impact by an asteroid of
sufficient size at about the right time and that the pattern of extinctions is consistent with the expected consequences. Over the years
enough circumstantial evidence has accumulated to convince most
informed observers that this was the case. For example, there is a cra-

4

PROLOGUE

ter of the right size in the floor of the Gulf of Mexico (which was also
an ocean back then), along with evidence of devastating tsunamis
along ancient coastlines. We also have a telltale layer of iridium ore
of just the right concentration laid down at just the right time in rock
strata around the world. Finally, competing theories— such as the
rise of egg-eating mammals or climate change due to eccentricities
in the earth’s orbit— cannot account for the fact that the dinosaurs
were extirpated simultaneously with a great many plant and mammal
species as well, nor for the rapidity with which the mass extinctions
occurred.
Due to these differences in purpose and hence evidence, establishing explanatory power says nothing about a theory’s predictive
power. That the dinosaurs were wiped out by an asteroid implies little
about what will cause the next mass extinction. It just turns out that
an asteroid strike caused that one.
Consider now the last management book you read. What kind of
evidence did it provide in support of its central claims? It very likely
relied for evidence on an analysis of case studies, and out of that analysis emerged a framework purporting to explain why events turned
out as they did— why a given company succeeded or failed or why a
given product was a hit or a flop.
Very often, however, the explicit claim is that the principles that
have been extracted from an analysis of the past can be used to shape
future outcomes in desired ways. Typically, authors seem to believe
that case-study evidence alone supports prescriptive claims. In other
words, most every management book I am familiar with— and certainly most of the best sellers— makes predictive claims based on explanatory power. Whether deliberate or not, it is a most unfortunate
and potentially damaging form of conceptual bait and switch.
Is there any way to avoid this, though? After all, the subject matter of management research— actual organizations functioning in the
real world— does not lend itself to the kinds of carefully controlled
experiments that allow us to test predictive accuracy in the usual
ways. Perhaps we can do no better than simply to infer predictive
power on the basis of explanatory persuasiveness.

PROLOGUE

5

THREE OBJECTIVES

I disagree. The first objective of this book is to demonstrate that Disruption has true predictive power. I hope to show this using what is
for many people the most persuasive evidence there is when it comes
to prediction: controlled experiments. My hope is that you will find
these data sufficiently compelling to conclude that Disruption is
unique in having evidence to support the claim that it is genuinely
useful.
Second, I will make the case for Disruption’s unique and superior
explanatory power. I will lay out a definition of Disruption precise
enough that Disruptive innovations can be accurately identified in
advance of knowing how they ultimately fare and their results in the
marketplace explained more fully and parsimoniously than by any
other theory. To the extent I succeed, I hope you will conclude that
Disruption is far more than merely a useful perspective but is in fact
true.
Finally, I will offer some thoughts on how one can go about applying these concepts to greatest effect at the least expense. To the
extent this third objective is achieved, I hope you will conclude that
Disruption is practical.
And if I can convince you that Disruption is useful, true, and practical, I will go further and hope that you will want and be able to use
it in support of your innovation efforts.

prediction: chapters 1 and 2
Chapters 1 and 2 describe the design and results of carefully controlled experiments testing the predictive power of Disruption’s central claims: that an innovation has the best chance of success when
it has a very different performance profile and appeals to customers
of relatively little interest to dominant incumbents, and the organization commercializing it enjoys substantial strategic and operational
autonomy. In contrast, attempts to introduce better-performing solutions targeted at customers valued by successful incumbents will fail.

6

PROLOGUE

To test these propositions I use a portfolio of forty-eight new business
proposals that received seed financing from Intel Corporation.
To summarize the results, test subjects improved their predictive accuracy by as much as 50 percent when they applied Disruption theory to make their choices. Specifically, in the actual portfolio
of funded businesses just over 10 percent survived. The portfolio
chosen by MBA students who did not use Disruption theory had a
similar survival rate, while students using Disruption theory to pick
winners built a portfolio with a survival rate of up to slightly more
than 15 percent. That five-percentage-point gain is a 50 percent improvement. (More recently, Intel reports that the survival rate of its
funded businesses has increased, in part due to the application of
Disruption theory.)
Of course, neither the data nor the experimental design is perfect
(and I will have more to say about the precise nature of the imperfections of this work later on), but perfection is the wrong benchmark.
In the mortal realm, all success is relative, and the most important
question is not “What are the flaws of this design and these data?”
but “Are this design and these data better than what you have seen
elsewhere?”
Note also that I am not claiming that I have shown that Disruption theory is better than some other theory. Rather, I am claiming
that the evidence in support of Disruption theory’s predictive power
is better than the evidence supporting any other relevant theory’s
predictive power.
To see the difference between these two claims, consider tests for
the efficacy of new pharmaceutical drugs. Imagine that Disruption is
a drug that purports to treat a given condition, and some other theory
is a different drug making the same claim. The evidence in these
first two chapters supports the claim that Disruption actually “treats
the condition”: it improves predictive accuracy. I have not shown that
Disruption works better than any other drug; that requires comparing
the relative effectiveness of two drugs. At the same time, however, as
far as I know no one has shown that any other drug actually treats the
condition at all.

PROLOGUE

7

What I hope to convince you of at the outset, then, is that Disruption can claim more legitimately than any other theory to make you
better than you are with respect to one critically important decision:
assessing which businesses will live or die.

explanation: chapters 3 to 5
A common challenge in research of any kind, and certainly in
the field of applied management, is determining the extent to which
one can “generalize beyond the sample.” For example, if someone does
a study on large public companies, do the findings apply to small,
privately held, family-run businesses?
To extend our pharmaceutical drug testing analogy, consider clinical trials on a drug that treats high blood pressure. Such trials typically include thousands of people and years of observation in order
to determine whether a new drug is safe (does no harm) and effective (actually helps in the desired way). Assume for the sake of argument that the drug proved safe and effective, but it turned out that
there were no subjects named Phil. Administering the drug to people
named Phil with the expectation of safe and effective outcomes is
generalizing beyond the sample. One is therefore open to the possibility that the drug could have a different effect on people named
Phil than it did on those observed in the study.
Thankfully, we can claim a credible understanding of what will
happen in circumstances we have not tested directly if we have a
correct understanding of why results turn out as they do. In the
pharmaceutical example, if we understand the mechanisms of action
for a particular drug and we know with a high degree of certainty
that being named Phil has no material impact on a drug’s effect,
then we are justified in generalizing beyond the sample. If, however,
there are other attributes that we believe might affect the drug’s
efficacy— say, a patient’s sex or age or being diabetic— in ways that
we do not fully understand, then we are not justified in generalizing
beyond the sample.
In reality, as is often the case, such judgments are not binary: one

8

PROLOGUE

is more or less justified in generalizing beyond the sample depending
on the sample, what one hopes to generalize, and how far beyond the
sample one wishes to go. In the large public/small private company
example, we might ask what the relationships are between behaviors
and outcomes being investigated and whether there are meaningful differences between these types of companies that might affect
the relationships we observe in our sample. A study about processes
for implementing a quality-management system might generalize
across such diverse companies much better than a study on governance processes, for example, since the public or private structure of
a company has a direct bearing on the relevant legal and regulatory
governance requirements.
With this in mind, the extent to which we can reasonably expect
the predictive power of Disruption to be evident in contexts that were
not directly tested in the experiments turns on whether Disruption
can account for its predictive power by specifying when it should be
applied and providing sufficiently powerful and compelling explanations for why it works. In other words, the generalizability of demonstrated predictive power is a function of explanatory power.
The experiments in chapters 1 and 2 test whether Disruption improved the ability of MBA students to predict the survival of very
early-stage business plans. Chapters 3 through 5 explore the extent
to which other types of people in different circumstances can do
anything with these findings by making the case for Disruption’s explanatory power. Unlike the tests of predictive power, this entails a
direct comparison of the explanatory power of Disruption with the explanatory power of competing theories when accounting for specific
outcomes.
The test case, explored in chapter 3, is Southwest Airlines, for although Southwest has been analyzed seemingly ad nauseam, the signal feature of Southwest’s performance— its nearly twenty-year run of
slow growth and declining profitability from the early seventies to the
early nineties, with a sharp turnaround and a decade of record-setting
growth, increasing profitability, and share-price appreciation— has
had no parsimonious explanation. Disruption, however, explains not

PROLOGUE

9

merely why Southwest was successful but also why its growth occurred precisely when it did. I will argue that Disruption explains the
salient features of Southwest’s performance in a way that no other
theory does, and in a way that would have made it possible to predict
Southwest’s success. This is the sort of “smoking gun” required to
establish that Disruption is the right explanation, rather than merely
a plausible one.
Now, proving that Southwest was a Disruptor says nothing about
any other company. Nor am I claiming that every successful innovation is a Disruptive one. So chapter 4 describes how to determine
whether or not a given opportunity has even the potential to be Disruptive. For example, I explain how so far the hotel industry, strategy consulting, and the discovery of new patentable pharmaceuticals
have been immune to Disruptive innovation, not (to use a phrase you
will see repeatedly) as a matter of theoretical necessity but merely as
a matter of empirical fact. The key message here is that an integral
part of Disruption theory is the criteria for determining when it is
applicable.
Having defined the circumstances under which Disruption is possible, chapter 5 addresses how to assess the timing and extent of
Disruption. For example, why did Disruption take so long in the automotive sector (Toyota’s rise to global leadership took almost seventy
years) and so quickly in telecommunications equipment (Cisco was
an industry leader less than fifteen years after going public). Chapter
5 explains why these Disruptions played out as they did.
This second section makes the case for generalizing beyond the
experimental sample and suggests that Disruption can be used to do
more than merely “pick a winner.” For example, thanks to its combination of predictive and explanatory power, Disruption can be applied:

If you are an investor: to pick with greater accuracy which businesses
have the best chance of survival. This is the most direct application of the
experimental results.

If you are an entrepreneur: to shape your ideas and your strategy so that
your new businesses have a better chance of surviving, getting additional

10

PROLOGUE
funding, and ultimately thriving. Since looking at a new venture from the
perspective of the entrepreneur is just the other end of the situation faced
by the investor, this is perhaps the most direct extension of Disruption’s
applicability. In short, if you understand what makes a company successful
from an investor’s point of view, you have a better shot at building a business with those characteristics.

If you are a manager trying to grow an existing business: to improve
materially your ability to identify or create opportunities to innovate successfully. What makes Disruptive innovations successful is their trajectory of performance improvement: the ways and rate at which a product
or service gets better. It is because Disruption allows you to assess and
determine these variables that it makes for better investment decisions.
Consequently, if you want to improve your chances of success in an existing business, Disruption prescribes that you guide your own innovation
efforts in ways that make you Disruptive to others whenever possible.

If you are in corporate M&A: to identify viable targets and manage them in
ways that are likelier to create value. Although materially different in important ways from launching a new business from within an established company or piloting a going concern, acquiring an existing firm demands that you
think carefully about the strategy you hope to advance with the acquisition.
Disruption theory provides a way to think about this problem, with important
implications for how to manage the integration process in particular.

At the same time, Disruption is not a theory of everything. There
are lots of other questions you will have to answer no matter which
of these roles you fill. For example, as an investor, you likely have to
worry about the risk/return structure of your overall portfolio. If you
are an entrepreneur you likely have to worry about how to raise capital. If you are managing an existing business, you probably have to
worry about organizational politics and the challenges of head-to-head
competition in your core markets. If you are in corporate M&A, you
likely have to worry about how best to finance the deal and realize
cost synergies. These are important questions, but Disruption does
not bear directly on them. What Disruption can do is materially and
significantly contribute to your overall likelihood of success.

PROLOGUE

11

application: chapters 6 to 8
Whatever scientific rigor and theoretical elegance might characterize Disruption, the proof of the pudding is in the eating. And so
how to apply Disruption successfully is addressed next.
Chapter 6 is an exploration of how Disruption can be used to
shape a specific product innovation. We follow the evolution of what
is now Johnson & Johnson’s SEDASYS™ automated sedation system
from an early-stage partial equity stake in a small start-up to a commercialized product aimed at revolutionizing a wide and increasing
range of surgical procedures the world over.
It is a fact that non-Disruptive innovations can succeed and that
breakthroughs by new entrants sometimes revolutionize an industry—
something that Disruption theory cannot account for. Consequently,
chapter 7 explores the implications of deliberately pursuing this
sort of unexpected (to Disruption theory, at least) success for specific management processes. Highlighting the key success factors,
probability of success, magnitude of initial investment, time horizon,
requisite autonomy, and connections to the established business for
each type of success should be helpful when deciding how much
to invest in different types of innovation. In other words, where
chapter 6 explores how to use Disruption to shape a single project,
chapter 7 looks at how Disruption might fit into a broader portfolio
of innovations.
Finally, chapter 8 takes a process perspective on the application of
Disruption. Is Disruption a theory that can be plugged into existing
ways of thinking about and fostering innovation, or is a fundamental
shift in mind-set required to make the most of what Disruption implies? The claim here is that the existing paradigm of innovation is
evolutionary (variation, selection, retention) and, despite the exhortation to “fail fast,” is unavoidably profligate. Disruption admits of a
different tack: begin with a clear focus on areas ripe for Disruption;
shape ideas so that they are consistent with the prescriptions of the
theory; and persist in the pursuit of a Disruptive strategy, learning and
adapting along the way.

12

PROLOGUE

The examples and tools in these chapters are intended to start
you— whether you are an investor, an entrepreneur, a manager, or
a corporate M&A strategist— down the road to using Disruption
effectively.

HOW MUCH IS ENOUGH?

The MBA students in the experiments improved their populationlevel predictive accuracy by up to five percentage points. That does
not mean you can expect to do the same.3 What do these results
mean for you, then?
There are at least two questions worth asking yourself as you
answer this question. First, is the evidence I provide sufficient to
support my conclusion? I have attempted to make my case for Disruption’s predictive and explanatory power with as full an accounting
of its shortcomings as I am able to provide. You might find still other
flaws. I would encourage you, however, to assess the significance of
these shortcomings in light of the evidence supporting claims made
by other investigators or, for that matter, your current views about
innovation. Without some sort of critical parity there is a danger that
one will end up holding on to existing beliefs not because they are
better supported but only because they are existing beliefs. Consequently, whether you personally should accept the claims made here
and add Disruption to your arsenal of ideas depends not on the objective merits of my case but on how well my evidence and my argument
compare with the foundations of competing views.
Second, even if you believe my findings, are they meaningful?
After all, a bump in the survival rate of a portfolio from 10 percent
to up to 15 percent across a population is no guarantee of riches for
you, personally, on your next endeavor. If I could credibly make such
a promise, I would not sell you the knowledge. But five percentage
points is still a 50 percent increase over the baseline survival rate of
10 percent.
Putting those five percentage points in a broader context, it is

PROLOGUE

13

worth remembering that even physics— so impressive in its predictive and explanatory power— is a long way from having everything
figured out. In addition to the long-standing difficulties of reconciling
quantum mechanics and general relativity, current thinking is that we
actually do not understand what the universe is made of.
Galaxies are rotating so fast that the gravitational force of the stars
within them is insufficient to keep those galaxies from flying apart.
To account for their coherence, physicists have invoked the notion
of “dark matter,” which is really just a label for whatever it is that is
generating the additional gravitational force unaccounted for by the
mass of the stars. At the same time, the universe is expanding, not
contracting, which is what it should be doing thanks to all that dark
matter that is supposedly out there. So to counteract the effects of
the dark matter, cosmologists have ginned up “dark energy,” which
is whatever is overcoming the dark matter and pushing the universe
outward.
When you put it all together, according to current estimates,
the universe is made up of 24 percent dark matter (whatever that
is), 72 percent dark energy (whatever that is), and only 4 percent
matter— the bit we actually think we understand, putting aside the
schism between quantum theory and general relativity, of course.4
And yet, with our arms barely around barely 4 percent of the universe, look what we have been able to accomplish.
Maybe five percentage points is pretty good, after all.

PART I

PREDICTION

C HAP TE R O N E

A PROBLEM
OF PREDICTION

If the purpose of a theory is to inform our choices today, we must
demand more than compelling explanations of the past. For a
theory to have a legitimate claim on our allegiance there must be
evidence that it improves our ability to predict future outcomes.
reating and backing winning businesses is by all accounts a
low-probability endeavor. Far more new businesses fail, or at
least do little better than limp along mired in mediocrity, than actually break away from the pack and create real wealth. There is more
to this statement than simply the necessary truth that only 10 percent
of all businesses can be in the top 10 percent: the best businesses
tend to do fabulously well, while most of the rest, if they survive at
all, generate returns that are embarrassingly small in comparison.5
We have become collectively resigned, it seems, to the notion that
successful innovation is unavoidably unpredictable.
Despite the challenges and the long odds, there is no shortage
of players in this great game. Hedge funds and venture capital partnerships channel capital into the businesses they feel will succeed.
Many corporations maintain internal venture functions for strategic
purposes, some seeking to create ecosystems around a core business
or to stake a claim to possible new growth opportunities in adjacent

C

18

THE INNOVATOR’S MANIFESTO

markets or to establish a line of defense against possible usurpers of a valuable entrenched position, to name only three possible
objectives.
Take, for example, Intel Corporation, best known for its significant
role over the last thirty years in the global microprocessor industry.
In 1998 Intel launched the New Business Group (NBG) in order
to coordinate and more effectively manage the company’s attempts
to diversify beyond the microprocessor industry.6 Within NBG, approximately $20 million was earmarked for the New Business Initiatives (NBI) group, which had the remit to identify, fund, and develop
new businesses that were especially far afield, such as Internet-based
businesses and consumer products. NBI’s mandate included exploring new technologies, new products, new markets, and new distribution channels and had an investment horizon of five to ten years.
NBI operated as a largely autonomous unit within NBG. Unlike
the relatively formal and structured annual planning and budgeting
processes that drove sustained success in the microprocessor segment, NBI typically committed only seed capital to new business
ventures, ramping up its level of commitment as various strategic and
financial mileposts were reached. In addition, leadership explicitly
accepted the inherent unpredictability of incubating new businesses
along with an unavoidable implication of that uncertainty: that some
and perhaps many of the ventures that were launched could fail.
Intel Optical Links (IOL) was one of NBI’s investments. Thomas
Thurston, then an attorney in his midtwenties with an MBA and law
degree, joined IOL in 2005, excited at the prospect of helping launch
a new venture inside an established company. Although successfully
incubated, IOL was sold off following Intel’s broader divestiture of
optical component and communications businesses. However, Thurston’s curiosity was piqued by this initial exposure to the internal venturing process: he wanted to understand better how Intel decided
which initiatives to support and why.
Something in excess of seventy business proposals are explored
by NBI’s investment directors each year. They work with a range
of people and sources, both inside and outside Intel, to determine

A PROBLEM OF PREDICTION

19

the potential of a given idea. The constant challenge is to find the
“diamonds in the rough”—the concepts that have within them the
seeds of sustainable success and perhaps greatness. It is an inherently risky undertaking, and the only way to avoid failure entirely is to
do nothing, which of course reduces one’s chance of success to zero
as well.
It is this unavoidable uncertainty that leads many observers to prescribe an investment strategy based on “rapid failure”: the willingness
to attempt as many different initiatives as possible with an eye to
learning what does not work as the inevitable prerequisite to discovering what does. In Intel’s world, however, bone fide initiatives— the
kinds of efforts that actually teach you something useful— can get
very expensive very quickly. NBI executives are therefore forced to
make difficult trade-offs between the need to husband their investment capital and the risk of overlooking the next blockbuster product
or service.
For present purposes, the salient features of NBI’s investment process were the Seed Approval Meeting (SAM) and Business Approval
Meeting (BAM). Proposals that were approved at the SAM received
funding of several hundred thousand dollars to typically less than
$1 million, with an upper range that rarely exceeded $2 million. This
allowed a team to get beyond the idea stage and flesh out a business
plan, perhaps by developing a prototype, collaborating with potential customers, doing market research, and so on. BAM funding was
contingent on having demonstrated an increased level of viability and
brought with it investment capital that ranged from several million
dollars to in some cases as much as $20 million. Ultimately, NBI’s
goal was to transition or graduate one new business opportunity per
year to an existing or new business unit within Intel. (Not every venture had to pass through both stages of approval: some ventures were
graduated directly from SAM to an operating division in light of their
strong performance.)
Intel takes a very rigorous approach to understanding competitors,
technology, customers, market structure, and a host of other variables
when analyzing opportunities for growth. Unfortunately for Intel, and

20

THE INNOVATOR’S MANIFESTO

everyone else who seeks to innovate in order to grow, there are no
data about the future, and so there often remained many important
but unanswered questions. Consequently, well-informed, experienced executives could look at the same opportunity and come to
different conclusions about that venture’s challenges, financial potential, and so on. Worse, only when a venture was funded could the
merits of the decision-making process employed be assessed, since if
something was turned down, it rarely got funded via other channels,
and so the opportunity cost of passing on what would have been a
winner was almost always incalculable.
Thurston undertook a forced march through the popular management research into innovation in search of a more nearly rules-based
approach in the belief that, given the importance of the subject and
the wealth at stake, any framework holding even a scintilla of advantage over the others would be readily identified. Yet Thurston discovered that instead of a vibrant marketplace of ideas populated by
challengers seeking to unseat the reigning champion, the agora where
theoretical dominance is established is characterized by general disarray. There were a great many frameworks supported by compelling
evidence, yet when they conflicted and counseled different courses
of action, there was little basis in the evidence to guide someone in
choosing one approach over the others. When different approaches
did not conflict, it was difficult to treat them as cumulative and attempt to follow the sum total of their collective advice, since doing so
resulted in a paralyzingly long to-do list.7
In light of this theoretical cacophony, in all likelihood NBI executives made their choices in largely the same way most early-stage investors make their choices: do the best you can with the data you
have available, while necessarily relying on your experience and your
wits to fill in the sometimes significant gaps. The very best practitioners typically do all they can to create a solid fact base, but personal
judgment generally figures prominently in making the final choice.8
It is simply the nature of the beast that evaluation criteria differ from
person to person and project to project. Thurston recounts that at
NBI, this meant that sometimes the emphasis was on technology,

A PROBLEM OF PREDICTION

21

sometimes on management expertise, sometimes on the promise of
the market opportunity, sometimes on the strength of linkages with
Intel’s core business. It is a process that seems to have served Intel
well, for there is no reason to think that its achievements are anything
other than representative of the very best efforts in this space.
The prevalence of this sort of approach is an understandable consequence of the reliance of popular management research into innovation on post hoc case-study evidence to support its claims. What
Thurston was looking for was evidence supporting predictive accuracy
in addition to the requisite explanatory power. And no theory he could
find provided both.

CLOSE, BUT NO CIGAR

Christensen’s first book, The Innovator’s Dilemma, introduced the
world to the notion of “disruptive technology.” Christensen described
how large, successful incumbent organizations in all types of industries were toppled by much smaller start-ups. Entrants typically succeeded by developing solutions for relatively small and unattractive
markets that were of essentially no interest to successful incumbents.
These constituted the entrants’ “foothold” markets. Sometimes customers in these foothold markets were quite happy with inferior but
much less expensive solutions; sometimes they required solutions
with a vastly different performance profile. Either way, entrenched
players, focused on the needs of their established customers, proved
systemically unable to devote investment funds to those markets. In
contrast, driven by their desire to grow, the entrants were strongly
motivated to improve their initial offerings in ways that would allow
them to compete effectively for the larger, more lucrative mainstream
markets. This was the entrants’ “upmarket march,” and entrants that
marched upmarket successfully eventually captured the customers
that had been the incumbents’ lifeblood.
Christensen observed that when entrants attacked successful incumbents by adopting the incumbents’ models and technological so-

22

THE INNOVATOR’S MANIFESTO

lutions, they tended to fail. They tended to succeed by combining a
business model suitable for a relatively less attractive market— the
entrants’ foothold— with an ability to improve their original solutions in ways that allowed them to provide superior performance in a
manner incumbents were unable to replicate— the upmarket march.
Christensen called the union of these two elements a disruptive
strategy.
The archetypal illustration of this phenomenon is Christensen’s
all-inclusive study of innovation and competition in the U.S. disk
drive industry from 1976 to 1994. In the midseventies, companies
such as Storage Tech and Control Data were making fourteen-inch
disk drives for mainframe computer makers. These companies,
among them Amdahl and Unisys, wanted Storage Tech and Control
Data to innovate: greater storage capacity, faster data-retrieval times,
and lower costs per megabyte.
When minicomputers were first brought to market by start-ups
such as Sun Microsystems and Hewlett-Packard, they required very
different disk drives: smaller, more modular, and less expensive. To
achieve these outcomes, disk-drive makers found they would have
to reduce storage capacity, increase data-retrieval times, and accept
higher costs per megabyte. The result, the eight-inch disk drive, was
close to the antithesis of what Storage Tech and Control Data would
countenance as an innovation; it was, if anything, a technological
step backward in the interest of serving a small and highly uncertain
new market. That opened the door for start-up drive makers such as
Micropolis and Maxtor to develop something that was technologically
trivial to Storage Tech and Control Data but strategically impossible
for them to launch.
In the short run, no harm done: Storage Tech and Control
Data went on printing money in the fourteen-inch disk-drive market while Micropolis and Maxtor eked out a living selling technically inferior eight-inch disk drives to small minicomputer makers.
But then Kryder’s law— the disk-drive equivalent of Moore’s law in
microprocessors— asserted itself: the areal density of disk-drive storage space was doubling annually thanks to improvements in record-

A PROBLEM OF PREDICTION

23

ing media, software correction codes, and other key technologies.
In addition, other dimensions of minicomputer performance were
improving rapidly, fueled in large part by advances in microprocessor technology and software design. As minicomputers began to encroach on the mainframe market, and ultimately pushed mainframes
into decline, the fourteen-inch disk drive makers cast about for new
markets but found only the minicomputer makers buying, and they
wanted eight-inch drives. Thanks to their relative unfamiliarity with
the innovations first commercialized by the eight-inch disk drive makers (e.g., greater modularity and smaller size), the companies making
fourteen-inch disk drives were at an insuperable disadvantage. Most
went out of business, and none was able to maintain its market dominance in the disk-drive industry.
The start-up eight-inch disk drive makers found a foothold by first
exploiting trade-offs among different dimensions of performance and
appealing to the needs of an economically unattractive market. They
Disrupted the fourteen-inch disk drive makers by ultimately breaking those trade-offs and remaining the primary disk drive suppliers
to the newly dominant minicomputer companies. In other words, as
the most lucrative and largest end customers for computers switched
from mainframes to minis, the fourteen-inch disk drive makers ended
up going down with their chip. (Sorry.)
Accept for the moment that Disruption is a good explanation for
a specific phenomenon: the seemingly unlikely ability of entrants
to topple well-resourced and well-managed incumbents on their
home turf. Still more remarkably, however, Christensen observed
that over the eighteen years of competition in disk drives that he
documented, Disruptive strategies had a much higher frequency of
success, and when successful were much more successful than sustaining strategies.
On the strength of this, Thurston felt that Disruption was
among the most promising of the frameworks he had studied. He
was particularly encouraged by the fact that Disruption lent itself
to fairly straightforward predictions of what would work and what
would not.

24

THE INNOVATOR’S MANIFESTO
FIGURE 1: THE FREQUENCY OF SUCCESS
OF DISRUPTIVE AND SUSTAINING STRATEGIES

$80

100%
ENTRANTS’ SALES IN BILLIONS

FREQUENCY OF OUTCOMES

80%
60%
40%
20%

$60
$40
$20
$0

0%
Disruptive

Sustaining

TYPE OF INNOVATION

Disruptive

Sustaining

TYPE OF INNOVATION

• Success: Disk drive companies that reached $100 million in sales in at least one year between 1976 and 1994
• Failure: Disk drive companies that failed to reach $100 million during this period and subsequently
exited the industry
• N/A: No verdict as of 1994
Sources: The Innovator’s Dilemma, p. 145; The Innovator’s Solution, p. 43

And then Thurston ran into a brick wall. There were no data to
support any claims of predictive accuracy for Disruption. Christensen and others had developed a robust library of literally hundreds of cases across dozens of industries that were explained by
Disruption— but the same was true of many other theories out there.
Worse, for just about every case study explained by Disruption there
were competing explanations that drew on entirely different sets of
concepts. (Academic journals continue to debate whether Disruption
is the best explanation of the disk-drive industry’s evolution.) And
even if it were possible to win the battle for explanatory-power bragging rights, until there was some evidence in support of Disruption’s
predictive power it could not claim to be the right theory to use for
making decisions about the future. Thurston could have no more con-

A PROBLEM OF PREDICTION

25

fidence in the prescriptions of Disruption than he could in any other
theory.

EVERYONE COMPLAINS ABOUT THE WEATHER

Intel has worked with Christensen for some years, and the company
has used Disruption theory in its own strategic planning processes.
In fact, Christensen and former Intel CEO Andy Grove appeared together on the cover of Forbes magazine in January 1999 under the
headline “Andy Grove’s Big Thinker.” Consequently, when Thurston
approached NBI’s leadership about exploring whether or not Disruption might have predictive power when applied to NBI’s portfolio of
investments, divisional leadership provided Thurston the latitude and
support necessary to conduct some preliminary investigations.
Thurston began by stating Disruption’s predictions. Specifically,
Disruptive innovations are defined as products or services that appeal to markets or market segments that are economically unattractive to incumbents, typically because the solution is “worse” from the
perspective of mainstream, profitable markets or market segments.
Disruption predicts that leading incumbents with so-called sustaining innovations— innovations targeted at their most important
customers— typically succeed. New entrants with sustaining innovations typically fail.
Disruptions typically succeed, whether launched by incumbents
or entrants, but only when the ventures launching them are highly
autonomous and able to design strategic planning processes and control systems and financial metrics, among other characteristics, independently of systems built for incumbent organizations. This element
is important and hardly unique to Disruption: established, successful businesses can and should be held to very different measures of
performance and expectations for future performance than start-up
organizations, and for at least two reasons. First, a start-up typically
has a trajectory of growth and profitability that is very different from
that of an established business. Second, start-ups typically must

26

THE INNOVATOR’S MANIFESTO

change, sometimes dramatically, material elements of their strategy
as they grapple with the unpredictable nature of customer reaction,
competitive response, and the performance of key technologies. Consequently, start-ups must find their own way, and that is possible only
when they enjoy the requisite autonomy to do so.
In short, Thurston inferred that Disruption predicts that success
awaits sustaining initiatives launched by successful incumbent organizations and Disruptive initiatives launched by autonomous organizations. Everything else is predicted to fail. (See figure 2 for a
summary of Thurston’s hypotheses.)
Now Thurston needed data with which to test those predictions. Fortunately, NBI had retained a robust archive of the materials supporting many of its previous efforts. This allowed Thurston to
compile a portfolio of forty-eight ventures that had received at least
SAM-level funding over the ten-year period ending in 2007. SAM
funding, recall, was very early-stage support, analogous perhaps to
“angel” investing. Using the “pitch decks” that were used to explain
each business to NBI executives as part of its funding process, Thurston assessed these SAM-approved businesses for “incumbent” or
“entrant” status based on the degree of Intel’s participation in the
market targeted by the start-up and assessed the start-up’s product or
service as sustaining or Disruptive based on how it compared to existing solutions in that targeted market.
These decks were typically exemplars of business planning and
communication. They began with a summary of the technology involved and the benefits to Intel of commercializing it. The most optimistic projections were usually for devices or services that were
demonstrably superior to existing solutions offered by competitors.
The growth opportunity was often argued to be greatest when Intel
did not already compete in that market.
A review of the management team’s expertise then followed. It was
not uncommon for ventures to be run by an impressive cross section
of Intel veterans, new hires with experience in the target market, and
others with deep expertise in functions such as marketing or design,
depending on what was seen as critical to long-term success.

A PROBLEM OF PREDICTION
FIGURE 2: THURSTON’S HYPOTHESES

In framing the predictions implied by Disruption in this way,
Thurston was emphasizing two elements of Disruptors: they start
out targeting markets or market segments that incumbents do not
value, and they have significant autonomy. But he ignored one
other element that will prove crucial: Disruptors must improve in
ways that allow them to compete for mainstream markets from a
position of structural advantage. That is, it is not enough simply
to appeal to a market or market segment that is unattractive to
incumbents; that is a niche strategy. We will tie off this loose end
at the conclusion of chapter 4.
For now, focus on what Thurston was trying to get done: he was
looking for actionable advice that would help him predict whether
a start-up would succeed or fail, and Disruption— as he interpreted it— provided the kinds of predictive, falsifiable statements
that he could test.

27

28

THE INNOVATOR’S MANIFESTO

Then came a detailed description of the value proposition. This
was the team “making good” on its claims of superiority, often including endorsements of prototypes by customers the team was targeting as early adopters. This was followed by an implementation plan:
which market segments would be targeted in what sequence, with
specific descriptions of how Intel would be successful in each, often
accompanied by a multigenerational product road map. Finally, financial projections, complete with sensitivity analysis, described the anticipated economic value of the business to Intel, usually over three
to five years.
To keep things as simple as possible, he defined “success” as survival—that is, the venture was still functioning as a going-concern
venture, whether or not it was still controlled by Intel— and “failure”
as “dead”—that is, no longer a commercial going concern. Without
knowing the actual outcomes for these ventures, if Thurston could
assess the relevant characteristics of the NBI-backed ventures and
predict subsequent “success” and “failure” more accurately than
chance alone, he would have solid evidence supporting Disruption’s
predictive power.
Here is how it worked with Image Illusions, a disguised NBIbacked venture. Image-processing technologies, such as printers or
photocopiers, typically use a large number of application-specific integrated circuits (ASICs) to handle different elements of image manipulation, such as shrinking or rotating an image, prior to printing.
ASICs are very efficient, but this efficiency brings with it two drawbacks. First, because each ASIC is highly customized, manufacturing
economies of scale are limited, which keeps costs up. Second, ASICs
are not programmable, so changing the features of a product typically
requires designing and sourcing an entirely new chip, which is costly
and slows down development times.
Alternatives to ASICs, such as media processors, digital signal
processors, and central processing units, provided vastly increased
economies of scale and programmability but sacrificed performance
to such an extent that they were rarely viable. In other words, there
was a sharp trade-off among performance, flexibility, and cost. Manu-

A PROBLEM OF PREDICTION

29

facturers of image-processing technology— for example, the folks
who make printers and photocopiers— would find it very valuable to
break that trade-off, for then they could introduce a greater range of
more powerful new products faster and at lower cost.
Intel is an incumbent in one of these three alternative technologies
mentioned above. Image Illusions sought to leverage this position to
create a new solution that provided both efficiency and flexibility. By
competing with ASICs, Image Illusions would be leveraging one of
Intel’s core competencies to expand into a “white space” opportunity
to generate new, innovation-driven growth.
In collaboration with a key potential customer— a large, successful manufacturer of digital imaging technology— the Image Illusions
team developed a highly sophisticated and demonstrably superior solution based on proprietary intellectual capital. It cost almost twice as
much per unit as ASICs, but the team felt (and the customer corroborated) that the higher price was more than offset by the increased
performance and flexibility. In other words, the team had broken the
critical trade-off that was limiting the performance, cost, and pace of
innovation in image-processing technology.
There were, of course, challenges. The largest companies that
made image processors— including the one that Image Illusions had
collaborated with and all of the targeted early adopters— had their
own in-house ASICs design staffs. Many of these people were also
on the internal committees that assessed new technologies. To adopt
a non-ASICs solution was effectively to put themselves out of a job.
That meant Image Illusions would likely have to be vastly superior
before customers would switch in volume, since the in-house ASICs
design teams would be strongly motivated to show that they could up
their game and match the new technology.
The Image Illusions team had reason for optimism. The imageprocessing market was fiercely competitive, and the vast performance improvements Image Illusions could provide meant that all
the team needed was one major player to adopt its solution and the
rest would follow suit. The ability to leverage Intel’s strong brand and
customer access made the odds of getting one domino to fall seem

30

THE INNOVATOR’S MANIFESTO

very favorable. The cash-flow projections for Image Illusions estimated a net present value (NPV) between $9 million and $100 million over five years, a range that reflected both the team’s confidence
and the unavoidable uncertainty that comes with launching a new
business.
Assessing the prospects of such a venture is reasonably seen as
a complex and challenging task. Is the technology really that much
better? Is it “better enough” to overcome the entrenched interests
of the customers’ in-house design functions? Is the management
team at Image Illusions up to the challenge of overcoming the inevitable and unforeseeable twists and turns on the road to success?
Is Intel sufficiently committed to this venture to support it for the
one, two, or three years needed to make it to positive cash flow? It
would appear that to predict with any confidence what will happen one must have deep experience and expertise in the relevant
technologies and markets, strong familiarity with the management
processes at Intel, and an intuitive but accurate take on the abilities
of the leadership team.
Not if you are Thomas Thurston trying to test the predictive accuracy of Disruption. For him, the only questions that mattered were
the following:
1. Is Intel an incumbent in this market; that is, does Intel already
sell this sort of product to this sort of customer?
2. Is Intel’s innovation sustaining or Disruptive in nature? A
Disruptive solution makes materially different trade-offs than
the existing solutions purchased by mainstream customers; a
sustaining solution is straightforwardly better.
3. If the innovation is Disruptive, does the new business launching it enjoy operational and strategic autonomy from Intel’s
established processes?
In the Image Illusions case the answers were pretty clear. Intel
was a new entrant: it did not sell image processors. The Image Il-

A PROBLEM OF PREDICTION

31

lusions technology was sustaining: it promised better performance
than ASICs, as defined by the largest and most profitable customers.
According to Disruption, an entrant with a sustaining innovation can
expect to fail.
So that is what Thurston predicted.

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